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The main aim of this research paper is to identify the effectiveness of the Balanced Scorecard in creating a strategy focused city Administration by taking the case of Bole Sub City Trade Office. And according to Kaplan and Norton companies that have adopted the Balanced Scorecard, among other things, have been able to create a strategy – focused organization by following five common principles, which they refer to as principles of a strategy – focused organization, these are: translating the strategy to operational terms, align the organization to strategy, making strategy everyone's every day job, making strategy a continues process, and mobilizing change through executive leadership. Therefore, to evaluate how far the Balanced Scorecard has enabled the office to create a strategy – focused organization, the researcher forwarded five main questions that will help answer whether or not the above stated principles (except principle two, which is applicable to conglomerate type of organization), are at work. And it was possible to conclude that, there are some indications of the Balanced Scorecard's effectiveness in making the Bole Sub City Trade Office a strategy – focused organization. However, a very significant proportion of the key indicators or principles of a strategy – focused organization are not at work in the office. Some of the major causes of the challenges the office faced in using the Balanced Scorecard to create a strategy – focused organization are: Lack of skilled man power, man power turnover, lack of resources, politicization of public administration, lack of top management commitment, and lack of adequate knowledge in the subject matter. In line with this, it was recommended that the Bole Sub City Trade Office should acknowledge the system had in design and implementation stage and take corrective measures.

This research aims to analyze the governance of a sister city from the perspective of local governments in Indonesia. It seeks to answer questions, such as why South Korea and Indonesia continue working together despite the cessation of activities during certain periods. It focuses on the dynamic of this cooperation management, the actors involved, and their roles. This research uses a qualitative method to collect data through interviews with informants from local governments and nongovernmental agencies, which serve as key supporting components. Results showed three types of outcome: dynamic, effective, and unimplemented cooperation. Three factors explain these outcomes: administrative support, local government capacity, and leadership. In addition, the nature of cooperation has evolved from being limited to government agencies to involving nongovernmental agencies, thereby strengthening the phenomenon of decentralized governance. These results are evidence of local government agencies' decentralized cooperation, which extends beyond national borders and involves nongovernmental agencies.

Following the U.S. presidential race of 2016, large numbers of women—particularly women of color—made the decision to run for political office for the first time at both the national and local levels. It is imperative that these women's campaigns and victories are studied as a means to resist essentialism and honor the unique perspectives and histories of the voices of women of color in these political roles—roles highly underrepresented in literature and society at large. This dissertation focused on the victory speeches of 48, first-time, California city council, elected women of color (EWOC) with the aim of understanding their campaigns and their vision for the future of their cities. The findings were coded using qualitative content analysis to create emergent themes and then analyzed using the three components of the feminist of color multidimensional lens: (a) women of color as an identity formation, (b) the radical political project or the vision, and (c) the methodology or the enactment of the feminist of color political identity. Three main themes emerged from the analysis of victory speeches, which together revealed the EWOC's campaigns were built with an inclusive voice that created a community vision for the future, bolstered by robust coalitional support systems. Through their victory speeches, the EWOC city council members in California demonstrated the need for representation as the driving force to enter politics, and the desire for community and collaboration to sustain their efforts. This dissertation concludes with a discussion of implications for increasing civic engagement, how to grow participation in local organizing, incorporating global perspectives into educational leadership fields, and recommendations for future research.

It is just over 12 years since the doors of Tate Modern in London were opened. In converting Gilbert Giles Scott's Bankside Power Station into a museum we planned for two million visitors in the first year but received over five million – a number exceeding our wildest expectations. Year after year the high levels of attendance continues and now we are very much part of the cultural landscape, not only in the UK but across the world. This article explores the development, challenges and successes of what has become known as the Tate Modern 'project'. While the museum and its collection is undoubtedly at the project's heart, it also involves a comprehensive strategy to utilise creative organisations and creative thinking in the development, regeneration and reinvention of a key area of a major world city. Central to this model of engaged working are a series of basic challenges:

—how can the various needs of local communities, workers and tourists be balanced when developing an area?
—how can cultural organisations and other businesses work together, and can culture be good for business?
—what is the best way to engage and encourage political leadership and advocacy?
—what is the best way to develop an organisation which not only works within local, national and international contexts but makes connections between them?
—what are the opportunities to bring artists, creative forces and ideas into urban development and the places and spaces in which we live our everyday lives?

It is hoped that this article will help us think about, imagine and practically develop the neighbourhoods and communities that we aspire to create.

Keywords: Creative thinking, culture, urban regeneration and reinvention

It is just over 12 years since the doors of Tate Modern in London were opened. In converting Gilbert Giles Scott's Bankside Power Station into a museum we planned for two million visitors in the first year but received over five million – a number exceeding our wildest expectations. Year after year the high levels of attendance continues and now we are very much part of the cultural landscape, not only in the UK but across the world. This article explores the development, challenges and successes of what has become known as the Tate Modern 'project'. While the museum and its collection is undoubtedly at the project's heart, it also involves a comprehensive strategy to utilise creative organisations and creative thinking in the development, regeneration and reinvention of a key area of a major world city. Central to this model of engaged working are a series of basic challenges: —how can the various needs of local communities, workers and tourists be balanced when developing an area? —how can cultural organisations and other businesses work together, and can culture be good for business? —what is the best way to engage and encourage political leadership and advocacy? —what is the best way to develop an organisation which not only works within local, national and international contexts but makes connections between them? —what are the opportunities to bring artists, creative forces and ideas into urban development and the places and spaces in which we live our everyday lives? It is hoped that this article will help us think about, imagine and practically develop the neighbourhoods and communities that we aspire to create. Keywords: Creative thinking, culture, urban regeneration and reinvention

Describes challenges US presidents face in assembling an effective staff operation after they assume office, including successfully integrating campaign people, experienced individuals with prior White House experience, presidential appointees, and senior career people from the executive branch.

The urban share of the United States and global population has been climbing steadily since well before the inception of Extension. As of the 2010 census, more than four out of five U.S. residents lived in urban areas, with 71% of the total U.S. population living in cities with more than 50,000 residents, and 10% living in smaller urban clusters. Cornell University established Cooperative Extension offices in New York City (CUCE-NYC) well after the Extension system was developed in rural and suburban counties throughout New York State. NYC is the largest city and part of the largest metropolitan area in the U.S., creating significant challenges of scale for Extension programming. The ratio of NYC residents to CUCE-NYC staff is roughly 125,000:1. CUCE-NYC works to mobilize limited resources to create large and positive impacts on individuals, families, communities, and institutions. Strategies to achieve these goals include partnership development, community recruitment, leadership development, and ecological efforts to foster setting-level change. Key CUCE-NYC strategies are grounded in sustained, intensive connections to communities, organizations, and other human ecological contexts. Geospatial mapping of program activities enables assessment and improvement of program reach and impact.

This paper discusses the causal relationship between servant leadership, professionality, work culture, motivation, and the performance of Surabaya City government employees. One model is proposed to examine the role of motivation as a mediating variable in the indirect relationship of servant leadership, professionality, work culture and performance. The population is the government employees of Surabaya City. Analysis by SEM, on 290 respondents, using the convenience sampling method. The results show that the model is accepted, and also show that servant leadership, professional, and work culture has an effect on motivation. Servant leadership, work culture and motivation have an effect on employee performance. Motivation is a positive mediating variable in the relationship between servant leadership, professional, and work culture with performance.

ObjectiveThis study analyzes the relationship between the race of a city's police chief and the incidence of fatal shootings by police officers.MethodsThe Washington Post's "Fatal Force Database" is used to calculate per‐capita rates of fatal shootings by police officers occurring between January 1, 2015 and June 1, 2020 for the 100 largest cities in the United States. I compare fatal shooting rates for cities with police chiefs of different races, both unadjusted and adjusted for differences in city characteristics.ResultsRates of fatal shootings by officers are almost 50 percent higher in cities with police forces led by white police chiefs than in cities with black police chiefs. Of the 30 cities with the highest rates of fatal shootings, 23 have police departments led by whites and only four have departments led by blacks, while of the 30 cities with the lowest rates, 16 have police departments led by blacks and only 11 are led by whites. Differences in fatal shooting rates persist after controlling for city characteristics.ConclusionLeaders in the highest position of authority may have a powerful effect on the culture of a police department and its resulting behavior.

AbstractPolicy tourism is an important but rarely studied phenomenon describing a widespread practice, through which local public and business leaders form delegations, choose target cities, and implement intercity policy diffusion, business exchange, and economic collaboration. Our research examines how executive leadership characteristics, city‐level contextual factors, and interdependence mechanisms relate to cities' decisions to visit. Using two‐stage probit selection models with instrumental variables on a dyadic balanced panel dataset recording all policy tourism events between major U.S. cities from 2007 to 2016, we answer this question accounting for potential endogeneity problems. Our findings suggest that cities with experienced yet newly appointed, minority leaders tend to visit cities with experienced white or female leaders. Additionally, policy tourism happens among cities embedded in highly complex, munificent, and turbulent environments. Finally, cities tend to learn from peers with higher economic prosperity or interact with their competitors.

Abstract
Russia's republics – regions in the larger federation that are territorially defined and represent areas where non-Russian ethnic populations are concentrated – have been generally quiescent during the two decades of Vladimir Putin's leadership. However, in 2019 Kalmykia was the site of protests against leadership changes in which locals had scant political voice. This paper focuses on the demonstrations in Kalmykia and provides a detailed account of the associated causes, motivations, and outcomes. The protests augur an increased awareness of the double marginalization of Russia's minority groups, both politically and on the basis of nationality, in the country's governance. This condition has notable implications given Russia's ongoing war in Ukraine.